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Creating a Whole-School Admission Perspective

Creating a Whole-School Admission Perspective. ISANNE Annual Admission Conference, 2012 Heather Hoerle , SSATB Executive Director. TUITION AS PERCENTAGE OF SCHOOL INCOME/REVENUE. Boarding 80% Day (>200) 90.7% Schls (201-300) 86% Schls (300-500) 82%

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Creating a Whole-School Admission Perspective

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  1. Creating a Whole-School Admission Perspective ISANNE Annual Admission Conference, 2012 Heather Hoerle, SSATB Executive Director

  2. TUITION AS PERCENTAGE OF SCHOOL INCOME/REVENUE Boarding 80% Day (>200) 90.7% Schls (201-300) 86% Schls (300-500) 82% Schls (500-700) 80.3% Source: NAIS.org

  3. As the front door to our schools, admission work defines school character, shapes school culture, and generates income. And yet, not a single [director] has a degree in admission. David Baker, Director of Admission St. Mark’s School of Texas

  4. The “Accidental Profession” Jack of All Trades

  5. Getting What We Pay For? NAIS Median Salaries for FT Administrators, FY 2010-2011 Source: NAIS.org

  6. What Can We Learn From Colleges? COLLEGE DEAN OF ADMISSION IND SCHL DIRECTOR OF ADMISSION • Present School to Prospects • Manage systems • Oversee office and budget • Organize FA with HOS and FA Com • Evaluate/ Redesign Adm Program • Manage re-enrollment • Oversee networks • Keep statistics • Represent school at outside events • Other duties as assigned • Support school and leadership • Staff leader and manager • Strategic Direction and Leadership • Results Orientation • Innovator • SENIOR officer of University/College • Forward looking and visionary • Entrepreneur • Superior Analytic Skills • Proven Leadership in Diversity, Finance, Collaboration • Political Finesse • Integrity, Intellectual Curiosity • Exceptional Interpersonal, Communication skills • Tech Savvy Source: NAIS, http://www.nais.org Source: NACAC, http://www.nacacnet.org

  7. Why is it important to have a formal enrollment management process? 1. Enrollment management is essential for revenue optimization. 2. Relevant, accurate data provide essential information for the school as a whole. 3. Marketing and enrollment practices that maximize the student and family’s lifelong connection with your school help ensure their enthusiasm and cement the school’s brand.

  8. Whole-School Admission Perspective Begins and Ends at the Top • HOS commitment & active support • Enrollment Mgmt Issues part of meetings with: • BOARD • Administrative/Leadership Team • Faculty • Staff

  9. Admission Working with Boards and Heads

  10. Source: nais.org (NAIS Board Committees) Board Leadership and Enrollment Management

  11. What the Board Needs to Know • Admission = Professional leadership role at school • School’s market position/strengths • Brand issues and challenges • Understanding of enrollment process/policies • Financial trends relative to enrollment

  12. Annual Board Reports Leo Marshall, The Webb Schools • Early Fall: • Analysis of previous year; goal(s) for upcoming admission season • Mid Year: • Update on activities and numbers; tuition scenarios; financial aid overview • End-of-Academic Year: • End of Year report: annual successes and challenges • Multi –year trends

  13. Business of Enr. Mgmt. • Reports/discussions of the Bottom Line • Forecast vis-à-vis enrollment and financial aid targets • School Climate • Number of “at risk” students • Relative strength of the market for mission-appropriate students • Future Plans • Long Term, multi year goals for enrollment; managing brand strength

  14. Enrollment Mgmt and School Leadership Base board and leadership team reports within strategic long term goals related to ENROLLMENT MGMT Support opinions with data (NAIS, SSATB offer benchmarked, longitudinal research)

  15. I Wish My Head of School Would… • Make admission part of administrative meetings • Recognize admission’s value in having a finger on the pulse of the external community • Remember, the entire year is busy, not just the admission “season” • Provide access to the Board and act as buffer • Remind the whole school that enrollment is a community effort Source: SSATB Senior Symposium

  16. I Wish My Admission Director Would… • Understand when I need to make a decision • Offer solutions, not problems • Be proactive, not reactive • Demonstrate good data analysis • Provide mission-consistent nudging • Manage the anxiety of admission Source: SSATB Senior Symposium

  17. Measurement Metricsfor DOA to Use with HOS • Recruitment • Marketing/Comm • Retention • Financial • Strategic/Long-Term Planning

  18. The (old) Admission Funnel Inquiries & Leads Interviews / Visits Applicants Accepts Enroll Alum

  19. The NEW ADMISSIONFUNNEL Data to inform marketing and recruitment Data to support student selection Data to drive school improvement

  20. Key Components of aData-Driven Admission® Process

  21. Balanced Scorecard Approach

  22. Managing Your School’s Strategic Enrollment Position Chris Baker, President, The Baker Group, MA

  23. Big Picture Context in Which Your School Operates

  24. Defining Your School’s Competitive Advantage Building a data dashboard to understand your school’s student profile/market niche.

  25. Dashboard Definition • Metric + KPI = Dashboard • Metric is a direct numeric measure • Key Performance Indicator (KPI) is a metric tied to a target • Effective way of alerting user where she is in relation to the objectives

  26. Weekly Admission Dashboard • Visits to campus • Inquiry by category (fairs, internet, etc.) • Interviews on- and off-campus • Applications by category • Completed applications • SSAT scores received • Financial aid requests

  27. Financial Metrics for Leadership Team • Tuition revenue • Total financial aid spent • Average award (boarding/day) • Need not met • Discount rate • Net tuition revenue • Total Tuition Paid by FA Students/Families

  28. Retention Metrics for Leadership Team % of students that re-enroll and % of attrition Exit Survey Data: Reasons Why Enrolled Students Depart (trends) Breakdown by target group

  29. Recruitment Metrics for Leadership Team • Number & characteristics of inquiries, applicants, admits, deposits, enrolled students • Percentage of students moving from one funnel stage to the next • Number and percentage of students for each identified target group (geographic areas, feeder schools, athletes, etc.)

  30. Marketing Metrics for Leadership Team • Percentage increase in recruitment activity in targeted marketing areas • Market share – percentage • of potential students in • target market who enroll

  31. Leveraging Your Brand • Authentic Message • Relevant to Students’ and Families’ Hopes and Desires • Elements of Your Brand Must Differentiate You from Others – Present Your School in Fresh Ways Peter Gow, Beaver CDS

  32. Brand Exercise for Next Faculty Meeting “[Your school] is the ONLY school in the world that _____________. “

  33. What All School Community Members Should Know • Top 3 reasons families choose your school • Top 3 reasons they don’t • Top 3 crossovers/competitors • Win-loss record with overlap schools • Yield by category of student

  34. Adopting a Customer’s View of Your Institution

  35. What Motivates Parents? • Parents Who Push • Success-Driven Parents • Special Kids Parents • Character-Building Parents • Public School Proponents (don’t bother!) Source: NAIS Parent Motivation Survey, 2011

  36. Do You Know What Students Think? In a 2011 survey, Fran Ryan and Aimee Gruber asked students if there was anything they would like admission directors to know …. • Process was difficult and stressful. • Worst school visit was to a school that did not know anything about my current school. Admission officers should do their research just like we should do ours. • The application process is sheer torture.

  37. 20% of day school applicants surveyed said the amount of time and effort required to apply caused them to drop schools from their list!

  38. “Money, Money, Money!” • #1 reason families didn’t enroll • 76% blamed affordability, not “fit” • 89% students who didn’t re-enroll cited “affordability” • Affordability: • Cannot afford tuition • Financial aid award not sufficient • Free public options (including charter/magnet) Source: SSATB 2009 Enrollment Survey

  39. Day School: How much does it cost?Family of 4, no COLA, no net worth/assets. (SSS Data) Tuition = Medians for 2010-11; Source: NAIS National Tables

  40.  The U.S. Census Bureau announced today that in 2010, median household income declined. FOR IMMEDIATE RELEASE:  SEPT. 13, 2011

  41. Wealth Gaps & Financial Aid The population that is on the rise is getting poorer. Net worth of white households is decreasing. Nationally in 2010-11, 22.8% of students in NAIS responding schools were on financial aid.

  42. The VALUE Proposition:Demonstrating ROI (Trinity-Pawling) 18% of the student body from 20 countries: • 45% on Headmaster’s List • 50% in AP classes • Represent 75% of T-P’s Ivy League placements • Helped raise average SAT scores by 150 points • Less than 1% on academic probation • 41% give to Annual Fund • Account for 53% of the Capital Fund

  43. Whole School Admission StakeholderStrategies

  44. The Admin/Leadership Team • Admission Director seen and treated as professional & equal • Dashboard and strategic enrollment goals reviewed regularly • Transparent admission process • Agreed-upon student profile • Clearly articulated criteria • Realistic goals and targets • Mutually satisfactory trade-offs

  45. Business Office Finance is the #1 barrier to enrolling in an independent school. • Collaborative tuition setting process • Shared tuition billing/messaging • Well understood Customer Service expectations in billing and finance dept • Who is consulted when families do not pay? • Who leads financial aid decisions on your staff?

  46. Faculty and Staff • Faculty: • Who are today’s families? • What are their expectations? • How does your school’s program meet those needs? • Support Staff: • First Impressions • Sense of Urgency • Reinforce positive behavior

  47. ENR MGMT OF THE FUTURE?“The Case for Change in College Admissions” • Adopt a lottery system in which the most selective colleges accept an agreed upon # of applicants from a common pool. • Diffuse competition by expanding to admit more students. • Reassess use of standardized test scores. • Develop better measures of student learning and quality of teaching. • Limit use of merit aid. • Take risks of admitting more students who show promise. Source: USC Center for Enrollment Research, 2011

  48. A Harbinger of What’s To Come? Sal Khan is on a mission to provide a free world-class education to anyone anywhere. How does this change what YOU do at your school? What will be your value added?

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